Managing Quality - Fourth Edition pptx

Managing Quality Managing Quality Fourth Edition EDITED BY BARRIE G. DALE © 1999, 2003 by Blackwell Publishing Ltd except for editorial material and organization © 1999, 2003 by Barrie G. Dale 350 Main Street, Malden, MA 02148-5018, USA 108 Cowley Road, Oxford OX4 1JF, UK 550 Swanston Street, Carlton South, Melbourne, Victoria 3053, Australia Kurfürstendamm 57, 10707 Berlin, Germany The right of Barrie G. Dale to be identified as the Author of the Editorial Material in this Work has been asserted in accordance with the UK Copyright, Designs, and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, except as permitted by the UK Copyright, Designs, and Patents Act 1988, without the prior permission of the publisher. First edition published 1990 by Philip Allan Second edition published 1994 by Prentice Hall Europe Third edition published 1999 by Blackwell Publishers Ltd Reprinted 2000 (twice), 2001, 2002 Library of Congress Cataloging-in-Publication Data Managing quality / edited by Barrie G. Dale. – 4th ed. p. cm. Includes bibliographical references and index. ISBN 0–631–23614–7 (pbk : alk. paper) 1. Engineering management. 2. Total quality management. I. Dale, B. G. TA190 .M38 2003 658.5′62–dc21 2002151835 A catalogue record for this title is available from the British Library. Set in 10/11 1 /2pt Galliard by Graphicraft Limited, Hong Kong Printed and bound in the United Kingdom by TJ International, Padstow, Cornwall For further information on Blackwell Publishing, visit our website: http://www.blackwellpublishing.com Contents List of figures xiii List of tables and boxes xvi List of standards xviii List of abbreviations xx List of contributors xxiii Preface xxiv Part 1 The Development, Introduction and Sustaining of Total Quality Management (TQM) 1 Chapter 1 TQM: An Overview 3 B. G. D ALE Introduction 3 What is Quality? 4 Why is Quality Important? 11 The Evolution of Quality Management 21 The Key Elements of TQM 27 Summary: Developing TQM 30 Chapter 2 The Role of Management in TQM 34 B. G. D ALE Introduction 34 The Need for Senior Managers to Get Involved in TQM 35 What Senior Managers Need to Know about TQM 39 What Senior Managers Need to Do about TQM 42 The Role of Middle Managers 48 The Role of First-Line Managers 48 Summary 49 Chapter 3 The Received Wisdom on TQM 51 B. G. D ALE Introduction 51 Crosby 51 Deming 53 Feigenbaum 55 Juran 56 Are the Approaches of these Gurus Different? 57 Imai 58 Ishikawa 59 Shingo 60 Taguchi 60 Japanese-Style Total Quality 62 Summary 64 Chapter 4 The Introduction of TQM 66 B. G. D ALE Introduction 66 Change and Continuous Improvement 67 Forces for Change 68 How Do Companies Get Started? 70 Approaches to TQM 71 Summary 76 Chapter 5 A Framework for the Introduction of TQM 77 B. G. D ALE Introduction 77 Organizing 80 Systems and Techniques 83 Measurement and Feedback 85 Changing the Culture 88 Use of the Framework 92 Summary and Outcomes 94 Chapter 6 Levels of TQM Adoption 97 B. G. D ALE AND D. M. LASCELLES Introduction 97 Level 1 – Uncommitted 98 Level 2 – Drifters 101 Level 3 – Tool-Pushers 103 vi Contents Level 4 – Improvers 105 Level 5 – Award-Winners 107 Level 6 – World-Class 108 Summary 110 Chapter 7 Sustaining TQM 111 B. G. D ALE Introduction 111 TQM Sustaining Audit Tool: Development and Methodology 113 Category 1 – Internal/External Environment 114 Category 2 – Management Style 118 Category 3 – Policies 119 Category 4 – Organization Structure 121 Category 5 – Process of Change 124 Summary 128 Part 2 The Business Context of TQM 131 Chapter 8 Policy Deployment 133 R. G. L EE AND B. G. DALE Introduction 133 Definitions: Policy Deployment 135 What is Policy Deployment? 137 What Policy Deployment is Not 139 The Policy Deployment Process 140 A Check-Reflect-Improve-Scrutinize-Pass (CRISP) Approach to Policy Deployment 147 Summary 152 Chapter 9 Quality Costing 155 B. G. D ALE Introduction 155 Definition and Categorization of Quality Costs 156 Collecting Quality Costs 159 Some Cost Aspects of Manufacturing Industry 163 Reporting Quality Costs 167 Uses of Quality Costs 169 Summary 172 Chapter 10 Managing Human Resources for Quality Management 176 A. W ILKINSON AND A. BROWN Introduction 176 QM: The HR Concerns 176 The Two Sides of QM 177 QM and the Management of People 178 Contents vii HR Policies and Practices 181 Employee Involvement 181 Organizational Culture 184 Training and Education 185 Selection 186 Appraisal 187 Pay 188 Employee Well-Being 190 Industrial Relations 192 Employment Security 194 Integration 194 Summary 198 Chapter 11 Managing Service Quality 203 B. R. L EWIS Introduction 203 The Service Environment 204 Defining Service Quality 206 The Role of Personnel in Service Delivery 212 Service Delivery 214 Summary 219 Chapter 12 Supplier Development 223 B. B URNES and B. G. DALE Introduction 223 Long-Term Issues of Partnership 224 Barriers to Developing Partnerships 225 Conditions of Partnership 228 The Issues to be Considered in Partnership 229 The Process of Partnership 232 Potential Difficulties of Operating Partnerships 234 Summary 234 Chapter 13 Business to Business, Old-Economy Businesses and the Quality Function 238 R. W ILLIAMS AND R. VISSER Introduction 238 What is the Effect of the Internet on Business Transactions? 238 Medium and Large Old-Economy Companies and the New Economy 239 Companies Buying and Selling on the Internet 241 Virtual Communities or Total Value Chain Integration 245 Disaggregation and Organizational Revolution 246 What will the Speed of Change Be? 248 Possible Effects on the Quality Function 250 Disaggregation and Maximizing Assets 252 Summary 253 viii Contents Part 3 Quality Management Systems, Tools and Techniques 259 Chapter 14 Quality Management Systems 261 B. G. D ALE Introduction 261 What is Quality Assurance? 261 What is a Quality Management System? 262 The Development of Quality Management System Standards 263 The ISO9000 Series of Standards: An Overview 268 Implementation Guidelines for ISO9001 271 Quality Management System Assessment and Registration 274 ISO9000 Series Registration: A Model for Small Companies 275 Benefits and Limitations of the ISO9000 Series of Standards 278 Summary 284 Chapter 15 Integrated Management Systems 287 G. W ILKINSON AND B. G. DALE Introduction 287 The Case for Integration and Some of the Problems 288 The ISO9001/ISO14001 Matrix 293 Interlinked Systems 297 The EFQM Model 298 A Comparative Analysis of the Current Integration Models 300 The Key Integration Issues 302 An Integrated Management Systems Model 303 Summary 304 Chapter 16 Tools and Techniques: An Overview 308 B. G. D ALE Introduction 308 Selecting Tools and Techniques 309 Difficulties and Issues Relating to the Use of Tools and Techniques 312 Problem-Solving Methodology 313 Checklists 317 Flowcharts 317 Checksheets 321 Tally Charts and Histograms 322 Graphs 324 Pareto Analysis 325 Cause-and-Effect Diagrams 327 Brainstorming 329 Scatter Diagrams and Regression Analysis 330 The Seven Management Tools 331 Housekeeping 339 Departmental Purpose Analysis 340 Mistake-Proofing 344 Contents ix Total Productive Maintenance 346 Summary 347 Chapter 17 Quality Function Deployment 349 I. F ERGUSON AND B. G. DALE Introduction 349 Understanding Customer Needs 351 The QFD Road: The Main Steps 353 Deploying Customer Needs into Product and Process Definition 360 The Benefits of the Four-Stage Approach 362 QFD and the Service Sector 362 Difficulties Associated with QFD 362 Implementation of QFD 364 Summary 365 Chapter 18 Design of Experiments 367 I. F ERGUSON AND B. G. DALE Introduction 367 Methods of Experimentation 368 Taguchi: An Overview of his Approach 373 Achieving Robust Design: An Example from Tile Manufacturing 374 Steps in Experimental Design 377 Summary 385 Chapter 19 Failure Mode and Effects Analysis 387 J. R. A LDRIDGE AND B. G. DALE Introduction 387 What is Failure Mode and Effects Analysis? 387 Development of a Design FMEA 393 Development of a Process FMEA 393 Analysis of Failure Data 394 Recommended Actions for Design and Process FMEA 395 Background to the Use of FMEA at Allied Signal Automotive 395 Developing the Use of FMEA at Allied Signal Automotive 396 Summary 399 Chapter 20 Statistical Process Control 402 B. G. D ALE AND P. SHAW Introduction 402 What is Statistical Process Control? 403 The Development of Statistical Process Control 403 Some Basic Statistics: Averages and Measures of Dispersion 404 Variation and Process Improvement 405 Variable and Attribute Data 408 Data-Collection 409 Construction of Control Charts Using Variables Data 411 Interpreting a Variables Control Chart 412 x Contents [...]... Whirlpool – Brings Quality to Life; Thompson Tour Operations – Thompson Quality Makes the World of Difference By television and radio commentators (a quality player, a quality goal, a quality try) By directors and managers (quality performance, quality of communications) By people, in general (quality product, top quality, high quality, original quality, quality time, quality of communications, quality person,... CAPD CEDAC CEN CENELEC CEO Activity-Based Costing Advanced Product Quality Planning Aeroquip Quality Plus Australian Quality Award Allied Quality Assurance Publications Acceptable Quality Level American Supplier Institute American Society for Quality Control (now the American Society for Quality) Business-to-Business Business Process Management Business Process Re-engineering British Standards Institution... Conformance Price of Non-Conformance Preliminary Process Capability Index Parts Per Million Public Relations Quality Cost and Delivery Quality Circles Quality Function Deployment Quality Management Quality Management Activity Planning Quality Service Action Teams Quality Steering Group Quality Environment Safety Health Research and Development Risk Priority Number Relative Perceived Quality Society of British... Proportion/percentage charts PAF Prevention-Appraisal-Failure PAL Pooling, Allying and Linking Across Organizations PAT Project Action Team PDCA Plan-Do-Check-Act PDPC PDSA PERA PERT PIMS PKI POC PONC Ppk PPM PR QCD QCs QFD QM Q-MAP QSATs QSG QUENSH R&D RPN RPQ SABAC SDT SLA SMED SMMT SMS S/N S&P SPC SQA STA SWOT TARP TOPS TOR TPM TQ TQC TQM xxi Process Decision Program Chart Plan-Do-Study-Act Production Engineering... activity planning: quality improvement idea – customer needs awareness Checksheet: gluing/stitching department Tally chart: effluent analysis – pH Histogram: effluent analysis – pH Line graph: right-first-time production Bar chart: right-first-time production Reason for QC failures Pareto analysis: reasons for returned goods Cause-and-effect analysis: purchasing department non-value-added work analysis... The first edition of Managing Quality sold well and the second and third editions sold even more copies which, according to the publisher, is unusual for a book of this type The fourth edition builds on the success of these previous editions In the book the term total quality management (TQM) is used to describe the process of transformation by which all parts of the organization have a focus on quality. .. 468 470 Self-Assessment, Models and Quality Awards B G D ALE 472 Introduction Quality, TQM and Excellence Award Models The Self-Assessment Process Success Factors for Self-Assessment 472 475 477 485 491 xii Contents Difficulties with Self-Assessment Summary 493 493 Part 4 TQM through Continuous Improvement 497 Chapter 25 Managing Quality: Epilogue B G D ALE 499 Introduction The Importance of Quality TQM:... management system NSK–RHP top-level policy deployment annual plan NSK–RHP environmental policy The plan-do-check-act cycle Key points of the visual display of policy deployment for a section The policy deployment wheel A CRISP approach to policy deployment Increasing quality awareness and improvement activities Quality system development An active quality management system regime Quality improvement and... examines the evolution of quality management (‘co-ordinated activities to direct and control an organization with regard to quality ) from inspection (‘conformity evaluation by observation and adjustment accompanied as appropriate by measurement, testing or gauging’) to quality control (‘part of quality management focused on fulfilling quality requirements’) to quality assurance (‘part of quality management... Analysis Process Capability Index Corporate Quality Assurance Department Catch, Reflect, Improve, Pass Catch-Reflect-Improve-ScrutinizePass Company-Wide Quality Control Design of Experiments Departmental Purpose Analysis Defects Per Unit Department of Trade and Industry European Commission Electronic Data Interchange European Foundation for Quality Management Eco-Management and Audit System Environmental . Business Unit CAD Computer-Aided Design CAM Computer-Aided Manufacture CANDO Cleanliness, Arrangement, Neatness, Discipline and Orderliness CAPD Check-Act-Plan-Do CEDAC Cause-and-Effect Diagrams with Addition. Process Capability Index CQAD Corporate Quality Assurance Department CRIP Catch, Reflect, Improve, Pass CRISP Catch-Reflect-Improve-Scrutinize- Pass CWQC Company-Wide Quality Control DOE Design of Experiments DPA. graph: right-first-time production 324 16.10 Bar chart: right-first-time production 325 16.11 Reason for QC failures 325 16.12 Pareto analysis: reasons for returned goods 326 16.13 Cause-and-effect